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Unlocking High Performance

Unlocking High Performance

How to use performance management to engage and empower employees to reach their full potential

Jason Lauritsen


Supercharge your workforce with this practical guide to designing a performance management process that motivates, engages and empowers staff.

Available to pre-order from 3rd July 2018
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About the book

Traditional performance management processes are often ineffective in increasing workforce engagement and fostering a positive employer-employee relationship. The established method of scoring employees against a list of static objectives can make employees feel undervalued and frustrated and can hinder, rather than advance, staff development. Unlocking High Performance shows HR professionals how to transform this process in order to get the best out of their workforce. It presents a new model for performance management based on the three components of planning, cultivation and accountability and also situates this process within the wider aims of promoting work as a healthy relationship between employer and employee rather than a restrictive contract to be complied with.

Unlocking High Performance equips HR professionals and line managers with the tools they need to effectively measure and reward effort as well as outcomes and develop a culture of coaching rather than criticism. This book also provides practical guidance on how to identify and remove obstacles, effectively manage underperformance and implement a mindset of shared accountability between managers and individual employees. Packed with tips, tools and examples, this book provides everything needed to design a performance management process which will improve employee experience, help them reach their full potential, and ultimately deliver exceptional business results.

Table Of Contents

  • Section - ONE: Work is Broken. It’s Time to Fix It;
    • Chapter - 01: The Shortcomings of ‘Best Practice’ and Traditional Performance Management;
    • Chapter - 02: Work is a Relationship, not a Contract;
    • Chapter - 03: Rethinking Performance Management;
  • Section - TWO: Performance Planning;
    • Chapter - 04: Creating Clear Expectations and Goals;
    • Chapter - 05: Defining Behavioural Expectations;
    • Chapter - 06: Putting the 'Why' and 'How' in Expectations;
  • Section - THREE: Performance Cultivation;
    • Chapter - 07: Motivation;
    • Chapter - 08: Recognition and Appreciation;
    • Chapter - 09: Wellbeing and Inclusion;
    • Chapter - 10: Removing Obstacles;
  • Section - FOUR: Performance Accountability;
    • Chapter - 11: Fixing Feedback;
    • Chapter - 12: A New Approach to Feedback;
    • Chapter - 13: Measurement and Ratings;
    • Chapter - 14: The Role of Reflection;
    • Chapter - 15: Confronting Performance Issues;
  • Section - FIVE: Building a Sustainable and Effective Performance Management System;
    • Chapter - 16: Making Immediate Improvements by Hacking or Stopping your Current Processes;
    • Chapter - 17: Getting Buy-in for Change and Recruiting a Design Team;
    • Chapter - 18: The Design Process and Avoiding the Best Practice Trap;
    • Chapter - 19: Developing and Testing your Performance Management System;
    • Chapter - 20: Implementation your New Performance Management System

Book Details

  • EAN: 9780749483296
  • Edition: 1
  • Published: 3rd October 2018
  • Paperback
  • Format: 234x156
  • 232 pages

About the Author

Jason Lauritsen is a global speaker, consultant and advisor on employee engagement, workplace culture and performance management. Prior to this, Jason Lauritsen was the Director of Best Places to Work at Quantum Workplace and VP of Human Resources at Union Bank and Trust. Based in Nebraska, Jason Lauritsen is also the North American Advisor for The Employee Engagement Awards, the first global awards to recognize excellence in employee engagement.

Jason Lauritsen